LEADING CHANGE AT SIMMONS“Leading Change at Simmons” shows the importance of Organizational Behavior, having a culture that respects its employees and having a transformational leader who has a clear vision for the company. Problem Statement

Simmons has lost three of its most important clients due to the economic depression post the 9/11 attacks. Its products are giving off unpleasant odor because of a low quality raw material supplied by one of its suppliers. Problems

As one goes through the case, one realizes that there are a lot of problems that the company is facing, right from the lack of a clear vision to the extent of one manufacturing unit competing with the other. It clearly reflects the following sources of conflict 1.Incompatible goals

2.Diversity
Analysis of Problems
•Role Conflict and No Organizational StructureOne of the major problems that the company was facing was that there was no clear organizational structure for the company and role conflict existed. Most of the associates were reporting to the General Managers, who were basically Sales Managers, and who, according to Eitel, didn’t have business acumen. All the manufacturing units were running as per the General Manager’s whims. This Control vs. Commitment (Exhibit 1) situation can be clearly seen when Bob Hellyer, President and Director of Simmons, tells Eitel about the manufacturing units at Janesville and Charlotte. Lack of Implementation of Vision and Values

Simmons already had four core values in place; three more were added when Eitel joined the company as its CEO. It seems that no one was following the “Simmons Code of Ethics” or the “Simmons Values.” No one was maximizing the “opportunity” to think or share and listen to others; Short Term Goals:

1.Discard the mattresses that were made up of bad foam and sue the supplier. 2.Report and communicate with partners and employees
Long Term:
1.Restructure
2.Bill Wagnar should be kept in the same role....

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...mainly focuses on the challenges of implementing change programs at Simmons. There is resistance to change. (The sources of resistance are derived from both individuals and organization.) Besides the resistance to change, the dominant organizational culture exists within Simmons is not in consistency with the Simmons’ core organizational culture. This inconsistency further hinders the Simmons from implementing change programs smoothly.
Simmons is in its toughest period of time ever in history. There are several forces (Economic shocks are the most important stimulants to change at Simmons) that require Charlie Eitel, CEO of Simmons, to implement comprehensive change program, i.e. the Great Game of Life (GGOL). However, the implementation of GGOL faces huge resistance.
Individual Sources: Firstly, there is fear of the unknown among the employees and the top managers. The outcomes of GGOL are uncertain, employees feel like their safety and job securities are threatened, especially resignation of plant managers has already happened. Secondly, individuals have habits. They prefer to work in their accustomed ways. When people are confronted with the GGOL, they may think that they will shift from the environment they are habituated to. This thought will result in resistance to...

...Introduction About Simmons:
Simmons, founded by Zalmon Gilbert Simmons, is a family-run company. In 1875, Simmons decided to change their business from wood products to woven wire mattresses, which contributed great profits to the company. During 1920s, Simmons had been an international firm with factories in Mexico City, London, and Paris, unusual for the era. But in 1978, Simmons ceased to be a family-run business. Following this switch came a succession of many owners, leaving Simmons unstable and without a long-term vision. In late 1999, Fenway Partners, who bought Simmons from Investcorp in 1998, decided to pick Charlie Eitel as the CEO of Simmons.
Now headquartered in Atlanta, Simmons has 18 bedding manufacturing facilities that made mattresses across the U.S.
The Simmons Situation
Charlie Eitel, the fairly new CEO of Simmons, has a lot on his plate. His company is struggling, and he needs to rebound. There are many contributing factors that could lead to the demise of Simmons. These factors mostly branch off of the country wide economic struggle following 9/11. In addition to 9/11 backlash, he is also faced with the recall of a product from a supplier. While these issues are quite harmful, they are external characteristics and he can do very little to affect...

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LeadingChange in an Organization
Student Name
MGNT 4610
Dr. Coleen James
May 21, 2014
Abstract
The reality of change is that it is likely to occur in personal life and business. In order for an organization to confront the realities of change, effective leadership is essential. Leadership is critical to the success of any change initiative. There are many forms of leadership that each come with a variety of personality traits, this paper will discuss leadership characteristics believed to be necessary to successfully manage change in organizations for the next decade and how to use Kotter’s change model to implement successful change management.
Change in simply defined as “to make something different”, according to Mr. Neryl East, the author of “Change –What it is and what it isn’t” (East, 2007). Change management is the process that an organization uses to respond and adapt to change in order to improve its effectiveness and ensure continued success (Leban & Saban, 2008). Leadership is critical to the success of any change initiative in an organization. Quality leadership characteristics are equally important to the success of an organization. When good leadership is in place in an organization, it can...

...LeadingChange
Introduction
By definition, change means transformation, modification or variation. Change entails the introduction of new ideas and or ways of doing things in the organization. Mathis and Jackson argue that planning and the implementation of the same previous plans, is also a crucial ingredient to leadingchange (36; ch. 2).
Change is also a shift to a new game with a new set of rules - an alteration of the status quo in an organization that impacts the work environment of an individual or group. Other scholars perceive change as moving from an old state to a new state or moving from one solid state to another. Mathis and Jackson, also recognize that there are some forces called facilitating forces, which could lead to resistance, may facilitate the transition from the old stage to the new stage. (“Human Resource” 43).
A good leader to change therefore is the one that recognizes the process of change and takes action to enhance or mitigate the impact of facilitating and restraining forces respectively.
The need for change in the company
It has been unanimously suggested that change is inevitable. The management of Toyota Motor Corporation recognizes the fact that the environment in which businesses operate is very dynamic, complex, unpredictable and can even be hostile....

...Bohrer
March 1, 2011
Introduction
John P. Kotter’s “LeadingChange” is the quintessential book for any organization looking to successfully bring about change in the workplace. As many of us know, change is never easy, but LeadingChange helps by offering a plan of action. LeadingChange has been used by many organizations, both large and small as a road map, to establish new policies successfully and with minimal resistance. The book offers a step by step process to introduce and successfully inplement changes. The book describes eight necessary steps for implementing change, as well as eight mistakes that can be detrimental to change. Those stages are: 1) Establishing a sense of urgency, 2) Creating the guiding coalition 3) Developing a vision and strategy, 4) Communicating the change vision, 5) Empowering Employees for Broad based action, 6) Generating short-term wins, 7) consolidating Gains and Producing More change, and 8) Anchoring new approaches in the culture. Each of the eight stages or errors relates to a business concept encountered daily, such as those described in many business textbooks. Specifically, Organizational behavior and Management by John M. Ivancevich, Robert Konopaske, and Michael t. Matteson, offers an in depth look into many of those same business concepts...

...PPT: 3. Leadership and Managing Change (Week 10)
Think about:
Differences between management and leadership
The role of managers and leaders in change
Impact of leadership on change outcomes
3. Critically analyse the influence a leader can have on the outcome of proposed organisational change with reference to the differences between leadership and management.
A. The difference between the leadership and management:
1. Management is concerned with maintaining the current organisation (doing things right)-contractual exchanges and compliance.
2. Leadership is concerned with change (doing the right things) – inspirational exchanges and empowerment ( Bennis and Manus, 1985; Covey, 1996; Hayes,2010)
3. Managers and leaders attend to similar functions - but do so in very different ways.
4. However, managerial work in times of change is increasingly a leadership task (Hayes, 2010)
5. Deciding what needs to be done:
Managers: Set goals, establish detailed steps;
Identify and allocate resources in order to achieve these objectives.
Leaders: Create vision, set a vision
Develop the necessary strategies to get there
6. Developing the talent (才能)to do it:
Managers: Focus on aligning(调整)resources-organising and staffing
Leaders: Focus on aligning people, communicate the new direction and creating coalition to get there.
7. Ensuring that is...

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University of Sunderland
Faculty of Business and Law
Masters of Business Administration
Managing Change & Leading People
PGM02
"Impact of Organisational culture on role and responsibilities of the managers within the organisation"
(Word count 2900 / Word limit 3000)
Haque, A. U.
139________
According to Schein (2004) the core concept of organisational culture is developing an atmosphere and the procedures are created to ensure that employees are properly managed. Glendon and Stanton elaborate the that visible expression of an organisation is considered as a climate (2000, p. 198 ). By investigating in more depth, it is evident in the past literature, "Organisational culture is an outline of collective fundamental conjectures that the individuals together collectively discover a way that is valid to overcome problems of external adaption as well internal integration, and the validity is a reason that fresh employees are being told that this is the right way to feel, think, and perceive in association to those problems" (Schein 1992, p. 12). Lundberg (1990) explains the key attributes of the organisational culture: a framework that is designed on the common and shared beliefs, interests, perceptions, and values that individuals not only embrace and governs. It is set of rules and principles that not only make the organisation unique but define the organisational behavior or a common psychology driven from the set of rules (p. 19)....

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Managing and LeadingChange
Name
Institution
Managing and LeadingChange
Introduction
Currently, organizational change permanent features in business industry. The changes in the technology, labor pools, and even market have called for exploration of better and efficient ways to run the production (Amis Slack and Hinings, 2004). Hence, different organizations have employed different advanced strategies to deal with the problems they are facing. Each day, the organizational leaders have become more and more sensitive to all factors influencing productivity.
In most organizations, the employees are used to doing same activities every day. In the end, they find the activities boring and monotonous. Apparently, this phenomenon lowers productivity. As a result, organizations such as Pfizer came up with a unique style that can help reduce the monotony of the work while at the same time boosting the productivity in the organization. Jordan Cohen, senior director of organizational effectiveness, employed the strategy of Office of the Future (OOF). Here, the body is connected to an outsourcing company, where the leader of the team is emailed the work details. Thereafter, the administrator assigns the job to his team. As Cohen states, the approach has helped in saving time and finances.
Hence, this essay focuses on description and evaluation of what Pfizer is doing, concepts of...